International briefing 30: training and development in Iraqi Kurdistan

Khodr, Hiba; Zirar, Araz A.

doi:10.1111/ijtd.12014

Cited by 2 publications

(1 citation statement)

References 7 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…There are some dangers in the wholesale adoption of western models within a culture without an established tradition of performance management and also new to the notion of the learning organization and, in particular, learning to learn. There is a need to align HRD and business strategy (Holbeche, 2001; Khodr and Zira, 2013) and also the development of HRD itself (Grieves, 2003; Karin et al , 2014) along with a commitment to the notion of a learning organization (Senge, 1990).…”

Section: Discussionmentioning

confidence: 99%

Training and development

Rowland

Hall

Altarawneh

2017

EMJB

View full text Add to dashboard Cite

Purpose The purpose of this paper is to explore the relationship between organizational strategy, performance management and training and development in the context of the Jordanian banking sector. Design/methodology/approach Models of strategic human resource management developed in the west are considered for their relevance in Jordan. A mixed methods approach is adopted employing interviews with senior managers and training and development managers, employee questionnaires and documentary analysis. It examines all banks in Jordan including foreign and Islamic banks. Findings Findings indicate that training and development is not driven by human resource strategy and that it is reactive rather than proactive. Training and development does improve skills, knowledge, attitudes and behaviors but there is little evidence that it increases commitment and satisfaction nor that it contributes to strategic aims in any significant way. The linkages between strategy and training and development are not explicit and strategies are not interpreted through performance management systems. Consequently there is a lack of integration in organizational HR systems and the measurable contribution of training and development to competitive advantage is minimal Practical implications The paper offers suggestions as to how greater integration between strategy, performance management and training and development might be achieved in the Jordanian context. Originality/value This paper is the first detailed empirical study of training and development in Jordan to include considerations of transferability of western models to an Arab culture.

show abstract

Section: Discussionmentioning

confidence: 99%